UNCLASSIFIED ROUTINE R 231840Z APR 18 FM CNO WASHINGTON DC TO NAVADMIN INFO CNO WASHINGTON DC BT UNCLAS NAVADMIN 100/18 PASS TO OFFICE CODES: FM CNO WASHINGTON DC//N1// INFO CNO WASHINGTON DC//N1// MSGID/NAVADMIN/CNO WASHINGTON DC/N1/APR// SUBJ/BRILLIANT ON THE BASICS II PART B - ENGAGEMENT// REF/A/MSG/CNO WASHINGTON DC/162058Z APR 18// REF/B/PUB/BUPERS/17JAN17/COMMAND CAREER COUNSELOR HANDBOOK// NARR/REF A IS NAVADMIN 095/18, BRILLIANT ON THE BASICS II PART A REVISITING THE BASICS. REF B IS BUREAU OF NAVAL PERSONNEL CAREER COUNSELOR HANDBOOK.// RMKS/1. As outlined in reference (a), we need to get the basics right, but it is not the full recipe for success. To truly excel, we also need to add engagement to the mix. Engagement works both ways, at all levels, Navy to Sailor and Sailor to Navy. An engaged Sailor is one who is fully absorbed by and enthusiastic about their work, and as a result takes positive action to further the reputation and interests of the organization. An engaged Sailor has a positive attitude towards our Navy and its values. Engagement is all about Sailor experiences and Sailor satisfaction. Providing this engaged environment is a key to success in retaining our very talented Sailors. 2. We can think about *command engagement of the Sailor* as well as *Sailor engagement to the command and the Navy* using a hierarchical pyramid. First, early in the development of a Sailor the Navy provides *basic needs to our Sailors* at the foundation. Next we move upward to our Sailors *contributing to the mission* and *fostering teamwork* as they mature into deckplate leadership positions in the division and department and then at the unit level. At the very top of the development cycle the *personal and professional growth* of our Sailors drives engagement and leadership across commands at the type commander, Fleet and Navy level. a. Basic Needs as a Sailor. As our Sailors enter our Navy and ultimately report to their first operational assignment, they first and foremost just want to contribute to the team, know they are a valued member and that they are going to be able to do their best, day in a day out, reliably. They are eager to prove themselves. It is our job as leaders to enable that energy, enthusiasm and motivation, and let them run with it. But first they have basic needs that must be met in order to do their jobs and we should ensure they are met. These include very basic things like food, a place to sleep, a home for their family, the safety, security, and pay for their family, etc. Next, providing tools, materials, equipment and resources to accomplish the mission, clear expectations from supervisors and effective communication up and down the chain of command. Leaders need to foster quality working relationships with peers, superiors and subordinates that meet these basic needs. These basic needs form the base of the pyramid. If they are not met, performance will be impacted eventually, no matter how senior the Sailor may be. b. Contribution by Our Sailors to Their Small Team. With the basic needs met, our Sailors can now blossom - watch qualification, maintenance qualifications, proving themselves within the work center, the division, whatever small team they currently identify with, as a proven performer someone capable of carrying their share of the *load* at the division and department levels. As we focus on maturing our Sailors as leaders, they grow and should be next asking, *What do I give? How do I contribute?* Mission success is dependent on the sum of individual contributions linked for a common purpose. Leaders should be encouraging the development of our Sailors. Leaders should be valuing their work and it needs to show publicly and personally, on a regular basis. Our Sailors should want to contribute to their team to give back to Navy - because that contribution matters and is recognized. c. Teamwork at the Command Level. As Sailors continue to mature, the next phase is to nurture involvement and leadership among teams of teams. We should set the conditions that foster a workplace environment that supports individual opinions (*the Captain listened to my idea and acted on it*), encourages collegiality, and champions a commitment to excellence for the entire command. Our Sailors push their teammates to high standards, higher levels of performance, and then excellence. d. Growth at the Fleet and Navy Level. The final question to ask is *how do we grow?* It is *we,* not *I.* Sailors need to know there are continuing opportunities to learn and grow within the Navy, and by extension, improve the Navy team. They should be encouraged to be constantly thinking in terms of the bigger Navy team and not just within their *tribe* or within their lifelines. Learning and professional growth are not only available, they are expected of senior leaders. 3. By being Brilliant on the Basics and incorporating all of the elements of engagement we will create an environment for our Sailors to feel truly vested in their Navy and committed to their shipmates. Our goals are to grow a Navy that values and encourages individual needs, and the critical role each Sailor plays in supporting the success of our Navy, and to grow a Navy where the Sailors value it and the opportunities it offers. The competition for their talent is urgent, and we need to act now. 4. Released by Vice Admiral R. P. Burke, N1.// BT #0001 NNNN UNCLASSIFIED//